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Saville Consulting Wave Professional Styles Handbook

PART 3: OUTPUTSChapter 9: Types

This manual has been generated electronically. Saville Consulting do not guarantee that it hasnot been changed or edited. We can accept no liability for the consequences of the use of thismanual, howsoever arising.

© 2012 Saville Consulting. All rights reserved. Version 2.0.

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9.0 Types

9.1 Introduction to Saville Consulting Wave® Types

Typologies are essentially summaries of combinations of characteristics.

The Saville Consulting Wave types are based on the four higher level clusters in theProfessional Styles assessment. These cover the areas of Thought, Influence,Adaptability and Delivery which underpin the performance areas of Solving Problems,Influencing People, Adapting Approaches and Delivering Results. The Wave Types Reportintegrates results on the ‘People’ Clusters (Influence and Adaptability) into four ‘PeopleTypes’ and on the ‘Task’ Clusters (Thought and Delivery) into four ‘Task Types.'

Figure 9.1 People Types and Task Types display charts

AD

APT

AB

ILIT

Y

Adaptor

INFLUENCE

THO

UG

HT

DELIVERY

Adaptors are supportive, resilient and flexible in

response to change.They are quiet and

accommodating.

Transformer

Transformers combine interpersonal sensitivity

with powerful social networks and definite

leadership impact.

Individualist

Individualists are task-rather than

people-focused. They favor environments

where their specialist expertise is valued.

Influencer

Influencers excel at communicating their message. They enjoy

using power and single-mindedly pursue their

goals.

Thinker

Thinkers get straight to the core of a problem to find solutions. They

may pursue ideas at the expense of

accomplishing results.

Transactor

Transactors combine thoughtful analysis with the driven pursuit of goals. They enjoy challenges and can be relied upon

to deliver results.

Preserver

Preservers adopt conventional

approaches to their work and steer clear

of participation in intellectual debate.

Doer

Doers approach their work with dynamism

and conscientiousness. They favor action over intellectualized debate.

TASK TYPESPEOPLE TYPES


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Figure 9.2 The four ‘People’ types and four ‘Task’ types combine to create 16Saville Consulting Wave Types

Saville Consulting Wave Overview of the 16 Types

Types are, by their nature, generalizations and thus will not fit every respondent equallywell.

The likelihood that a person will fit a type description increases as the scores on therelevant dimensions become more extreme. For example, in the People domain, a personwith both high Adaptability and high Influence scores is more likely than someone whoscores at the midpoint on each of these scores to fit the description of a Transformer. Bythe same token, a person with very low scores on both Adaptability and Influence is morelikely than someone at the midpoint of these clusters to fit the description of anIndividualist.

People who score on the corridor close to the mid-point on one or both clusters can bedescribed as less ‘differentiated’ in terms of type than those who score at the extremes.

When People and Task Types are combined a person could be highly differentiated interms of People Type and undifferentiated in terms of Task Type, or vice versa. Thus,individuals with the same nominal overall Wave Type may differ quite substantially interms of the characteristics that are most prominent.

Familiarity with the characteristics associated with each Type will facilitateunderstanding of these differences.

Low

P

EOP

LE O

RIE

NTA

TIO

N

Hig

h

Low TASK ORIENTATION High

Transformer-Preserver

Transformer-Thinker

Transformer-Doer

Transformer-Transactor

Influencer-Preserver

Influencer-Thinker

Influencer-Doer

Influencer-Transactor

Adaptor-Preserver

Adaptor-Thinker

Adaptor-Doer

Adaptor-Transactor

Individualist-Preserver

Individualist-Thinker

Individualist-Doer

Individualist-Transactor


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9.2 Performance Driven Types

The Saville Consulting Wave Types model directly links to performance both forindividuals and teams. This gives it a sharper edge in building effectiveness,distinguishing it from other team development models which tend to focus on theadvantages of particular types and type combinations rather than their direct impact oneffectiveness.

The Value of Different Types to Team Effectiveness

The Wave Types model helps to identify the four high level behavioral clusters that predictdifferent areas of effectiveness (Solving Problems, Influencing People, Adapting Approachesand Delivering Results). As each Wave type has a different combination of these behaviors,they will not all impact on team effectiveness to the same degree.

The Wave types approach is underpinned by the performance driven Wave model so thatthe type combinations that are the most effective contributors to overall effectivenesscan be easily identified. The model allows individuals to be high or low on all four clustersrelating to effectiveness. Those who combine high scores in all four areas, Transformer-Transactors, will consequently be the most effective in terms of overall performance andpotential. Conversely, those who are low in all four areas, Individualist-Preservers, willlikely have the smallest contribution to effectiveness.

Although effectiveness relates to an individual’s score on the four behavior areas,Transformer-Transactors may still make serious errors (in many respects they leavethemselves open to this due to a tendency to be less risk averse yet prepared to make bigdecisions). Similarly, Individualist-Preservers still have a crucial role to play within a team,from doing the necessary, everyday tasks that no one else favors, and as is possible withother types providing the ‘golden nugget’ that improves efficiency and output. However,in general Transformer-Transactors are likely to be more effective than Individualist-Preservers. Note: It is important to consider that the Wave type bestowed on anindividual is a result of their self-reported potential and effectiveness. Some people aremore likely to over or under exaggerate their responses than others, either as a deliberateattempt to mislead or due to their genuine misperception.

The Benefits of Performance Centric Types and The One PersonTeam Concept

The key benefit of Wave Types linking directly to effectiveness is that it allows users tobe clearer on what is missing from a team and what a team has in abundance (andpotentially over-abundance). An Influencer-Thinker is likely to have the analysis, ideasand the powers of persuasion to get an idea put into action, but when complemented byan Adaptor-Doer, the two individuals in combination could improve the effectiveness ofthe team. The Adaptor-Doer brings stability and flexibility in dealing with people and aclear focus on high quality delivery, whilst the Influencer-Thinker has the ability to see asolution and influence others. These two complementary Wave types combine to coverthe four behavioral clusters of effectiveness. An individual’s type may be strong in allfour behavioral clusters and in effect this individual can be seen as having the potential


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to be a one person team. The one person team is the Transformer-Transactor Type; theyare likely to work constructively with any other type, although they may find the lessassertive and driven types more frustrating to work with. In this way, any workingpartnership can be looked at in terms of the complementary, aligned and sharedbehaviors.

In general, a working partnership will be more effective to the extent that all fourbehavioral clusters are covered by its members. An individual may cover all these alone,or a team of four may still be lacking in a particular area. Where a number of individualsshare common behaviors, this is not necessarily wasted resource. Three Influencer-Thinkers can be a fiery combination in terms of intellectual debate, but they have thepotential to create groundbreaking solutions when they have an agreed goal to worktowards. The intention of the Wave Types model is to highlight that several similar typesmay lead to strengths in a certain area, or that other behavioral areas are not equallyrepresented and the team may benefit from the input of others who have strengths inthis domain.

The ideal composition of the team in terms of Wave types should be determined by itscore purpose. A Think Tank Team delivering a 20 year vision of product ideas may benefitfrom quite a different make up from a team tasked with improving process efficiency forinstance, although they may share some common elements. The identification of theteam’s purpose is a critical early step and can be facilitated by the use of the SavilleConsulting Wave Performance Culture Framework Card Deck to clarify which are the areasof most importance to the team’s future effectiveness.

Performance Centric Types in Practice

The Wave types approach utilizes validation evidence to suggest that certain Wave typescontribute more to effectiveness, and as such has the potential pitfall that they classifythe Transformer-Transactor as lacking nothing and the Individualist-Preserver as lackingeverything.

To overcome this issue we recommend the Wave user utilizes the Wave Expert report,creating a more detailed balance of strengths and limitations from the detailed profile(e.g., from sections, dimensions and splits). In the case of Individualist-Preservers, forexample, any other key strengths or specialist skills the individual contributes to the teamare identified. Finally when sharing results on a combined chart highlighting the differenttype combinations, the individual’s particular area of strength or expertise can be chartedand shared.

9.3 Development and Validation of Types

The idea for the Types model originated in an attempt to conceptualize a componentialmodel of overall performance in the workplace to create a simple framework which wouldlook at the key components that underpinned this criterion.

The Great Eight competencies (Kurz & Bartram, 2002) represented a componential modelof work performance, but lacked an explicit higher-order structure. The four Leadership


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Functions described by Bartram, Kurz & Baron (2004) and Bartram (2004) clearly pointedtowards a higher-order structure. Empirical modeling of competency data presented byKurz (2005) suggested a simultaneous breakdown of performance into People and Taskaspects as in the original Ohio leadership studies under the titles of Consideration andInitiating Structure, respectively. The other critical conceptualization was related toAlpha and Beta personality characteristics (Digman, 1997) as opposed to work criteria.The resulting '2 x 2' model of task, people and alpha and beta created the blueprint forthe Wave Types model and what became the Wave clusters, which integrate personalityand competency models in an aligned structure which underpins overall performance atwork.

The 'Task Type' 2 x 2 matrix is comprised of the Wave clusters of Thought and Delivery,which form the axes of the matrix. The four cells inside the Task Type matrix are labeledPreserver, Thinker, Doer, and Transactor. The 'People Type' 2 x 2 matrix is comprised ofthe Wave clusters of Influence and Adaptability. These are shown on the axes of thismatrix. The four cells in the People Type matrix are labeled Individualist, Influencer,Adaptor, and Transformer. This combination of four Task Types and four People Typescombine to make up a total of 16 Wave Types shown in Figure 10.2.

The Construction chapter describes the development of the Wave model. In a nutshell,the Wave model was developed using both a deductive modeling approach combined witha validation-centric methodology in order to maximize validity. The 108 facetscomprising the Wave model had to demonstrate empirical validity with measures ofoverall performance and behavioral effectiveness. Each 'style' measure in the Wavemodel is aligned with a behavioral 'competency’ measure. This rigorous methodology wasalso applied to the Types model. Each of the Wave clusters that form the basis of theWave Types model had to demonstrate empirical validity with not only its matchedcompetency (i.e., Influence cluster score correlates with Influencing People competencyrating), but also with measures of overall work performance.

Fullman (2005) demonstrated the point-to-point validities for the Professional Stylescluster trait scores (i.e., unit weight sum of 27 styles facets measured normatively)against its aligned behavior competency model (i.e., unit sum of nine competencybehavior dimensions rated normatively by external raters). People Type cluster validities(uncorrected) were r=.29 for Influencing People and r= .16 for Adapting Approaches. TaskType cluster validities were .21 for Solving Problems and .16 for Delivery.

At this stage, single item ratings for People Leader, People Supporter, Task Leader andTask Supporter were gathered, which were later superseded by Influencing People,Adapting Approaches, Solving Problems and Delivering Results cluster level unit weightaggregates.

The data from the development study were used to create 108 competency potentialfacet equations designed to optimize the content, construct and criterion-related validitywithin the Wave aligned model. These equations were then applied to thestandardization study data and minor adjustments were made to about 25% of theequations. Kurz et al. (2007) showed People Type cluster level validities of .38 forInfluencing People and .31 for Adapting Approaches. Task Type cluster level validitieswere somewhat lower at .25 for Solving Problems and .22 for Achieving Objectives.


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These equations were cross-validated on a sample of 308. In Project Epsom (see Validitychapter) an overall Types score (high on all clusters) Types total achieved a concurrentcriterion- related validity of .27 (.48 adjusted for criterion unreliability) against a threeitem ‘Global’ rating of overall performance. With Influencing People correlating .24 (.42)and Adapting Approaches correlating .16 (.29) the Transformer total achieved a validity of.23 (.41). With Solving Problems correlating .15 (.27) and Delivering Results .21 (.37), theTransactor total achieved a validity of .22 (.39). These and other data in the Validitychapter provide empirical support for the validity of the Wave Types model, both formeasuring overall job performance but also for specific behavioral competencies.

9.4 Applications

Saville Consulting Wave Types have implications for behavior in a number of areasincluding:

• Team Development

• Group Effectiveness

• Organizational Culture

• Individual Development

• Conflict Resolution

• Leadership Assessment

• Change Management

• Organizational Synergy & Development

9.5 Interpreting the Types

The following pages provide descriptions of each of the types. Each page provides bulletpoints of key characteristics and benefits of that type, potential sources of friction andfrustration for that type in team interactions, and interactions with other SavilleConsulting Wave Types.


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TRANSFORMER-TRANSACTORS

• Extremely “people” as well as “task” oriented

• Outgoing and socially skilled. Perhaps charismatic

• Provide a clear vision, sense of purpose, able to translate ideas into action

• Good coordinators. Get things done by virtue of ability to inspire and carry people withthem

• Focused on excellence and delivery

• Likely to get the best from people of whatever type due to insight and understandinginto what makes different people tick and ability to empathize with differing needs andviewpoints

• Will value individual qualities and skills. Should be able to relate well, and be agreeable,to most people

ADAPT

ABILITY

Adaptor Transformer

Individualist Influencer

INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Thinker

Preserver Doer

Adaptor



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Potential sources of friction/frustration:

• with Influencers who launch competing initiatives – possibly in an abrasivemanner due to their lower degree of social, behavioral and emotional adaptability

• with other Transformers or Transactors who are driven to take the lead and arevying for the leadership role (though less likely with the former because bothsides are likely to have the social and communication skills necessary to sort outdifferences in a civilized manner)

• people who resist change – Individualists (especially Preservers), although arelikely to recognize that even these have their place in a team carrying out routinetasks

Interactions with Other Types

Potential Synergies with:• Adaptor-Thinkers; Adaptor-Doers; Transformer-Thinkers; Transformer-Doers

Potential Conflicts with:• Preservers (especially Individualist-Preservers); Influencers

Transformer-Transactors combine all the characteristics of successful teams. However,they operate from one perspective only. The content of their ‘vision,’ the nature of theideas they generate, their perceptions, analyses and evaluations of people and situationswill be influenced by their unique personal histories. Their self-report may be overlypositive (high Acquiescence) so that they may benefit from obtaining third party views tochallenge their position and explore alternative perspectives. Two (or more) heads arelikely to generate better solutions than one in many cases.


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TRANSFORMER-DOERS

• Strong leadership orientation

• Focus on delivery

• Emphasis is operational rather than strategic

• Implement the vision, but will need someone else to provide it

• Energetic and results focused

• Set high standards

• Leadership and interpersonal skills likely to facilitate them in getting others on board,getting things done

• Good coordinators and planners, will set clear goals

• Likely to get the best from people due to insight and understanding into what makesdifferent people tick, and ability to empathize with differing needs and viewpoints


• other Transformers or Transactors vying for the leadership role

• frustration with Thinkers who spend too much time on ideas and evaluation andwith Preservers, who are not sufficiently focused on action

• people who resist change (Individualists, particularly Individualist-Preservers, andIndividualist-Thinkers)

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver

Thinker TransactorAdaptor



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Potential Synergies with:• Adaptor-Thinkers; Transactors

Potential Conflicts with:• Influencers; Thinkers; Preservers; Individualists

Thinkers could provide complementary analytical and creative skills but may be seen as achallenge. Of the four Thinker types, relationships are likely to be easiest with Adaptor-Thinkers. Also likely to value Adaptor-Doers and all Transactors.


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TRANSFORMER-THINKERS

• Innovators, ‘thought leaders’, blue sky thinkers

• Influence via their intellects

• Thoughtful in both senses

• More people than task focused

• Supportive of others, sensitive to their differing needs and viewpoints

• Will promote team harmony

• Transformer-Thinkers are people leaders that are strategically rather than operationallyinclined

• Can provide the vision but rely on others to deliver. May be disorganized

• Enjoy long periods of reflection and consultation

• Spend a lot of time deliberating but may be slow to take action


• may find emphasis of Doers on achieving results taxing

• may interpret behavior of Preservers and Doers as insufficiently considered orold-fashioned

• may be more comfortable with Adaptors and other Transformers thanIndividualists

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver Doer

TransactorAdaptor



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Potential Synergies with:• Doers; Adaptors

Potential Conflicts with:• Preservers

Could complement or be complemented by Doers, but it could be a hard relationship tomanage given the high vs. low action orientation.


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TRANSFORMER-PRESERVERS

• Prominent in groups

• Emphasis on people issues rather than creation of vision and strategy or achievingresults

• Good facilitators but need to be provided with vision and goals from elsewhere

• Prefer established approaches

• Focus on the concrete here and now, rather than abstract ideas and possibilities for thefuture

• Spontaneous rather than planned

• Leverage their influencing skills

• Network and are well-connected

• Suited to relationship management roles


• may find the emphasis on task at the expense of people of Individualist-Doersand Individualist-Transactors unpalatable

• may find Doers taxing

• may find Thinkers difficult to understand

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Doer

Thinker TransactorAdaptor



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Potential Synergies with:• Transformer-Transactors; Doers; Thinkers

Potential Conflicts with:• Individualist-Doers; Individualist-Transactors

Complemented by Transactors, Doers and Thinkers who focus on successful completion ofthe right tasks.


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INFLUENCER-TRANSACTORS

• Influencer-Transactors will provie a vision and a sense of direction

• Can translate ideas into action and will get things done

• May be prepared to upset a few people in the process

• Strong orientation towards the leadership role – likely to want to take control in anygroup situation

• Bring energy, drive and a clear sense of purpose to a team

• People will know what is expected of them and how it should be achieved but may notalways feel that sufficient account has been taken of their varying needs andviewpoints

• May come across as tough and insensitive, but may be sensitive to criticism and reactdefensively

• Prepared to stick to their guns - less adaptable than most as want to push through ownagenda


• where there are others vying for the leadership position (Transactors,Transformers and other Influencers)

• may be perceived as selfish by those who place emphasis on supporting others,teamwork, etc (Transformers, Adaptors)

• inclination to challenge and dominate may result in friction with other assertivetypes (Influencers and, to a lesser extent, Transformers)

• decisiveness may bring them into conflict with more consultative types(Transformer-Transactors, Transformer-Thinkers, Adaptors)

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver Doer

Thinker

Individualist

Adaptor Transformer


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Potential Synergies with:• Adaptors; Individualists (especially Individualist-Doers)

Potential Conflicts with:• other Influencers (especially Influencer-Doers); Transformers (especiallyTransformer-Transactors)

Could complement or be complemented by Adaptors and Transformers although the lattermay also be in competition for influence and leadership.


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INFLUENCER-DOERS

• Influencer-Doers are task-orientated and highly results focused

• Operational rather than strategic in emphasis, they will look to someone else to providethe vision but be effective in delivering

• Energetic, purposeful, directive

• Make an impact, can be relied upon to deliver, but would benefit from paying moreattention to their impact on others

• Pragmatic and down to earth, focus operational rather than strategic

• Prefer stability over change

• May struggle with highly intellectual tasks and people


• where others are vying for leadership role (especially other Influencers)

• Thinkers may feel that their actions are autocratic, and/or that they lackimagination

• more people-orientated types (Adaptors, Transformers) may perceive them asdomineering, autocratic, cold

• preference for stability may frustrate more change-oriented types (Transformer-Transactors, Transformer-Thinkers)

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver

Thinker TransactorAdaptor Transformer

Individualist


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Potential Synergies with:• Adaptor-Thinkers; Adaptor-Doers; Individualist-Thinkers

Potential Conflicts with:• Thinkers; Transformers; other Influencers

Complemented by Adaptor-Thinkers, although may view their lack of assertive drivefrustrating and slow paced.


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INFLUENCER-THINKERS

• Influence via their intellect

• Lively debaters

• Thought leaders. Visionaries

• Have very strong opinions and clear ideas about the direction things should take

• Forceful in putting their views across. Enjoy arguing

• Make an impact

• May not always give sufficient consideration to the opinions and feelings of others

• Can be sensitive to criticism and easily get defensive

• Emphasis on thought rather than action


• may irritate those strong on delivery (Doers, Transactors) who may perceive theirinclination to analyze and argue every point as a delaying tactic

• may be perceived as aggressive by types with stronger ‘soft’ people skills(Adaptors, Transformers)

• preference for intellectual discussion and argument over dialogue may frustratemore consultative types (Adaptors, Transformers)

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver Doer

TransactorAdaptor Transformer

Individualist


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Potential Synergies with:• Adaptor-Doers; Adaptor-Transactors; Individualist-Doers

Potential Conflicts with:• Doers; Adaptors; Transformers

Complemented by Adaptor-Doers but they may not always appreciate Adaptor-Doersneed for clarity and consistency to get things done.


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INFLUENCER-PRESERVERS

• Assertive. Like to have their opinions heard and make an impact

• Prefer to apply tried-and-tested approaches

• Prefer predictability over uncertainty

• Concrete thinkers - not into intellectual debate

• Network well, but probably prefer to maintain a degree of social distance

• Are probably more concerned with making an impact than building strong relationships

• Suited to working independently

• Interested in getting people to accept and follow their agenda

• Could be seen as manipulative by some


• may be perceived as cold and/or manipulative by people with more highlydeveloped interpersonal skills (Adaptors, Transformers)

• preference for tried-and-tested approaches could frustrate more adaptable types(Adaptors, Transformers)

• may be perceived as lacking in drive by more energetic and delivery focusedtypes (Doers, Transactors)

• may be perceived as overly domineering by some (Adaptor-Doers, Adaptor-Thinkers,Adaptor-Transactors)

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Doer

Thinker Transactor

Individualist

Adaptor Transformer


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Potential Synergies with:• Adaptor-Doers; Adaptor-Transactors

Potential Conflicts with:• Adaptors; Transformers; other Influencers

Complemented by Adaptor, Transformers and Transactors, but may have to work hard togain influence with Thinkers and Transactors.


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ADAPTOR-TRANSACTORS

• Good team players

• Supportive, positive, flexible and adaptable

• Bring ideas and a strong task focus to the team

• Energetic and action-oriented

• Can be relied upon to deliver on time and to a high standard

• Quiet and unassertive, a force for harmony within a team

• Imaginative, potentially visionary

• May lack the assertiveness or persuasion to get ideas accepted


• may tend to get walked over and talked over by more assertive types (Influencersin particular)

• may be irritated by less action-orientated types (Preservers, Thinkers)

• may be frustrated by those who resist change (Individualist, Preservers)

• may find more extroverted/domineering types (Influencers, particularlyInfluencer-Doers, Influencer-Transactors) loud or overwhelming

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Thinker

Preserver Doer

Transformer



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Potential Synergies with:• Influencers; Individualists

Potential Conflict with:• Preservers; Thinkers

Complemented by Influencers and Transformers, may benefit from the influence andpromotion brought in by these types.


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ADAPTOR-DOERS

• Good team players, work collaboratively to achieve mutual goals

• Supportive, flexible, adaptable

• Good Implementers and Completer Finishers

• Likely to bring others’ ideas to fruition

• Bring strong task focus to situation

• Goal-oriented but not without regard/consideration for needs of fellow team members

• Cope well with change and uncertainty


• thinking types may perceive them as lacking vision

• they may perceive Thinkers as overly cerebral, be frustrated by their lack ofactivity

• may struggle to assert their views in the presence of more dominant types(especially Influencers)

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver

Thinker TransactorTransformer



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Potential Synergies with:• Influencer-Thinkers; Transformer-Transactors; Transformer-Thinkers

Potential Conflicts with:• Thinkers; Individualists

Complemented particularly by Influencer-Thinkers who can bring the ideas and theinfluence to get more delivered through other people.


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ADAPTOR-THINKERS

• Combine imagination, creativity and breadth of thought with analysis and logic

• Source of ideas within a team

• Sensitive and sympathetic to others’ needs and viewpoints

• A force for harmony within a team

• Quiet and unassertive, may have difficulty getting ideas across and/or accepted

• Likely to spend a lot of time deliberating but be slow to take action

• Prone to be a bit disorganized


• may feel overwhelmed by more domineering or assertive types (particularlyInfluencers)

• may feel pressured by more action-orientated types (Doers and Transactors)

• will respond well to being consulted (Transformer-Transactors, Transformer-Doers)

• may be frustrated by types who are less adaptable (Individualist- Preservers)

• may irritate more action-orientated types (Doers, Transactors)

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Transactor

Preserver Doer

Transformer



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Potential Synergies with:• Transformer-Transactors; Transformer-Doers; Influencer-Transactors; Influencer-Doers; Individualist-Doers

Potential Conflicts with:• Doers; Transactors; Preservers

Complemented by Influencer-Doers who bring the necessary goal focus to achieve moreand faster.


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ADAPTOR-PRESERVERS

• Good team players albeit they will maintain a low profile

• Supportive, malleable, flexible, adaptable

• Considerate. Sensitive to the needs of others

• Will do what is required of them albeit at their own pace

• Cope well with change though unlikely to initiate it


• may feel pressured by more action-oriented types (Doers, Transactors) who, fortheir part, may perceive Adaptor-Preservers as lacking initiative or disinterested

• may struggle to appreciate intellectual arguments (Thinkers) and sense of urgency(Transactors, Doers)

• unlikely to assert their views in the presence of more dominant types (especiallyInfluencers)


Potential Synergies with:• Transformer-Transactors; Influencer-Transactors

Potential Conflict with:• Doers; Transactors

Complemented by and willing to work with most other types. They often help to providemore harmony and cohesion to a team.

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Doer

Thinker TransactorTransformer



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INDIVIDUALIST-TRANSACTORS

• Quiet, introverted

• Independent, self-sufficient

• Task rather than people oriented

• Combine strategic capability with a strong operational focus

• Translate ideas into action

• Pursue their goals with energy and single-minded determination

• Prefer predictability over uncertainty


• may not always receive the support they need from colleagues becauseintroverted behavior means that their needs are not recognized

• may be perceived by more outgoing types (Influencers, Transformers) asunsociable, unfriendly, aloof

• may feel pressured by more communicative and sociable types (Adaptors,Transformers)

• may feel overwhelmed by more extroverted or domineering types (Influencers)

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver Doer

Thinker

Influencer

Adaptor Transformer


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Potential Synergies with:• Transformer-Transactors; Adaptor-Transactors; Influencer-Transactors; Adaptor-Doers

Potential Conflicts with:• Influencers; Transformers; Transactors

Complemented by Transformers who can provide the people orientation to helpIndividualist-Transactors deliver more by involving others.


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INDIVIDUALIST-DOERS

• Quiet, introverted – keep to themselves

• Independent, self-reliant

• Anxious to do well

• Possibly driven by ‘fear of failure’

• Focused on delivery

• Good Implementers and Completer Finishers. Get things done

• Favor less adventurous options

• Uncomfortable with change and uncertainty


• may be frustrated by apparent inactivity of Thinking types

• may be seen by more extroverted types as unsociable, unfriendly, aloof

• may feel pressured by more communicative and sociable types (Influencers,Transformers)

• need for support, when it arises, may not be recognized by colleagues

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver

Thinker Transactor

Influencer

Adaptor Transformer


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Potential Synergies with:• Transformer-Transactors; Transformer-Doers; Influencer-Transactors; Influencer-Doers; Thinkers

Potential Conflicts with:• Thinkers; Influencers; Adaptors; Transformers

Complemented by Transformer-Thinkers in particular who can provide the clarity of ideasand leadership to help effective delivery. Will work best with types who provide cleardirection (Transformer-Transactors, Transformer-Doers, Influencer-Transactors,Influencer-Doers).


210

INDIVIDUALIST-THINKERS

• Quiet, reserved, low profile introverts. Keep to themselves

• Intellectuals/academics

• Like research

• Focused on exploration of ideas, problem solving

• Strategically minded rather than operationally focused

• Like working on their own


• may have difficulty getting ideas across

• may be overlooked, walked over, talked over by more dynamic types (particularlyInfluencers, Doers)

• may feel overwhelmed by more communicative and sociable types (Adaptors,Transformers)

• may resist change

• may be unhappy working as part of a team and dampen rather than encourageenthusiasm in others

• may irritate more action-oriented types (especially Doers)

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver Doer

TransactorAdaptor Transformer

Influencer


211


Potential Synergies with:• Doers (especially Adaptor-Doers); Transactors (especially Transformer-Transactors)

Potential Conflicts with:• Influencers; Adaptors; other Individualists; Transactors

Complemented in particular by Transformer-Doers who bring the leadership and drive tohelp the Individualist-Thinkers deliver their vision.


212

INDIVIDUALIST-PRESERVERS

• Quiet, shy, nervous

• Low key, reserved

• Prefer working independently - comfortable working with limited social interaction

• Best suited to preserving and maintaining established systems and using tried-and-tested methods and approaches

• Can be relied upon to follow familiar routines

• Like stability, uncomfortable with change and uncertainty


• may be perceived by more action-oriented types (Doers, Transactors) as lackingmotivation and initiative

• may perceive more extroverted types (Influencers in particular) as loud anddomineering

• may irritate more communicative and sociable types (Adaptors, Transformers)and, in turn, feel pressured by them

• may not be recognized for the work they do because they often favor doing workwhich is low profile

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Doer

Thinker TransactorAdaptor Transformer

Influencer


213


Potential Synergies with:• Transformer-Transactors; Adaptor-Transactors; Influencer-Transactors

Potential Conflicts with:• Influencers; Doers; Transactors

Complemented by most other types who can bring in extra influence, delivery, ideas,analysis and flexibility of dealing with people.


214

9.6 Commonalities and Differences

This section provides descriptions of common similarities and differences that will befound within Types.

COMMONALITIES and DIFFERENCES of TRANSFORMERS

Have in common that they are:

• people-oriented

• ‘natural’ leaders who will provide a clear sense of direction, will inspire and motivateothers

• outgoing, sociable, socially confident; good communicators, well-networked

• socially skilled, sensitive to differing needs and viewpoints, considerate

• likely to get the best from people of whatever type because of empathy and insightinto what makes people tick

• emotionally resilient, calm under pressure

• flexible and adaptable

• change-oriented

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

Adaptor



215

Variations:

• Transformer-Transactors strike a balance between people and task issues, andoperational and strategic focus. Visionary but also able to translate ideas into action,get things done.

• Transformer-Doers are people leaders that are operationally rather than strategicallyinclined, look to others to provide the vision but able to deliver through people.

• Transformer-Thinkers are people leaders that are strategically rather thanoperationally inclined. Can provide the vision but rely on others to deliver.

• Transformer-Preservers are people rather than task leaders; emphasis more on socialissues. Look to others to provide the vision and also lack a strong operational focus.Less organized and results focused and probably more conventional and risk aversethan other Transformer combinations.


216

COMMONALITIES and DIFFERENCES of INFLUENCERS


• driven to take the lead, enjoy being in a position of power and influence

• decisive, assertive, directive

• confident communicators, prepared to voice disagreements openly, argue their casepersuasively

• less team-oriented - prefer the team leader to the team member role

• potentially perceived as lacking in the ‘softer’ people skills (empathy, tolerance,concern for others)

• more prone to anxiety before and during important events

• more sensitive to criticism

• less likely to seek change, preferring to operate from a basis of stability

Variations:

• Influencer-Transactors will provide a vision and bring energy, drive and a clear senseof purpose to a team; can translate ideas into action and will get things done, althoughmay well upset a few people in the process.

• Influencer-Doers are task-oriented and highly results focused. Operational rather thanstrategic in emphasis, they will look to someone else to provide the vision but beeffective in delivering, possibly at some cost to the team harmony.

• Influencer-Thinkers influence via their intellects. Have strong opinions and ideas oftheir own about the direction things should take. Forceful in putting views across andmake an impact, but less action- oriented than Influencer-Transactors and Doers.

• Influencer-Preservers are assertive and like to make an impact, but are less likely tointroduce new ideas (are less innovative and more risk averse) than Influencer-Transactors or Thinkers and less action-oriented than Influencer-Doers andTransactors.

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

Individualist

Adaptor Transformer


217

COMMONALITIES and DIFFERENCES of ADAPTORS


• good team players – involving, supportive, sensitive and sympathetic to the needs andviewpoints of others

• ‘agreeable’ – caring, considerate, tolerant, a force for harmony and cohesion

• resilient, calm under pressure, take challenges in their stride

• less driven to take the lead, prefer to operate with clear direction from above

• quiet, less assertive, modest

• flexible and adaptable, cope well with change and uncertainty

Variations:

• Adaptor-Transactors are good team players who are both people and task-oriented. Asource of ideas, but also bring energy and drive to a team and can be relied upon todeliver on time and to a high standard.

• Adaptor-Doers share with Adaptor-Transactors a strong people and task orientationbut look to other people to provide the ideas which they then implement.

• Adaptor-Thinkers are a source of ideas but are less action-oriented than Adaptor-Doersand Transactors.

• Adaptor-Preservers are supportive, flexible and adaptable – good team players whowill do what is required of them, albeit they will maintain a low profile.

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE


Transformer


218

COMMONALITIES and DIFFERENCES of INDIVIDUALISTS


• more introverted, quiet, less assertive

• independent and self-reliant, essentially less team-oriented, work well in isolation

• less driven to take the lead or motivated to make an impact/influence people by othermeans

• likely to take time to trust people

• likely to work best when not under pressure

• likely to prefer clarity and certainty

Variations:

• Individualist-Transactors are task rather than people-oriented, combine strategiccapability with a strong operational focus, pursue goals with single-mindeddetermination.

• Individualist-Doers are good implementers with a strong focus on delivery.• Individualist-Thinkers are prototypical intellectuals focused on exploration of ideasand problem solving. Strategic rather than operational in emphasis and less action-oriented than Individualist-Doers or Transactors.

• Individualist-Preservers have less intellectual curiosity and imagination thanIndividualist-Thinkers and Transactors and lack the action orientation of Individualist-Doers and Transactors. Prefer to work with clear direction on tasks which are not highrisk or high profile.

ADAPT

ABILITY

Adaptor Transformer


INFLUENCE

Influencer

Adaptor Transformer


219

COMMONALITIES and DIFFERENCES of TRANSACTORS


• task-oriented

• likely to combine a capacity for breadth of vision with analytical skill

• likely to combine strategic capability with operational focus

• able to translate ideas into action

• energetic, action-oriented and results focused

• well-organized, effective planners

• reliable in delivery

• meticulous

Variations:

• Transformer-Transactors strike a balance between people and task issues; they willprovide clear direction and be focused on achieving results, but with due considerationfor the needs and viewpoints of others.

• Influencer-Transactors will provide a vision and bring energy, drive and a clear senseof purpose to a team; they will get things done, but may well upset a few people in theprocess.

• Adaptor-Transactors are good team players who are both people and task-oriented.Will help promote harmony within a team.

• Individualist-Transactors are task rather than people-oriented and will pursue goalswith single minded determination.

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver Doer

Thinker


220

COMMONALITIES and DIFFERENCES of DOERS


• energetic and action-oriented

• results focused

• driven

• organized

• meticulous

• reliable

• delivery focused

• good implementers

Variations:

• Transformer-Doers are both task and people-oriented. Interpersonally skilled, they areable to deliver through people.

• Influencer-Doers are task-oriented and highly results focused. They can be relied uponto deliver but are prepared to do so in a way that may be seen as abrasive.

• Adaptor-Doers are good team players who are also strong implementers. They will workcollaboratively with others to achieve mutual goals.

• Individualist-Doers are good implementers with a strong focus on delivery. They willprobably work best on their own.

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver

Thinker Transactor


221

COMMONALITIES and DIFFERENCES of THINKERS


• imaginative

• visionary

• strategic

• open minded

• logical, rational, analytical

• prone to be disorganized

• disinterested in detail

• risk takers

Variations:

• Transformer-Thinkers are more people than task-focused. They will provide the visionand deliver through others.

• Influencer-Thinkers have strong opinions and ideas of their own about the directionthings should take. They are forceful in putting views across and make an impact, butmay upset a few people in the process and be less effective than Transformer-Thinkersin delivering through other people.

• Adaptor-Thinkers are good team players, a source of ideas and force for harmonywithin a team.

• Individualist-Thinkers are prototypical intellectuals focused on exploration of ideasand problem solving.

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Preserver Doer

Transactor


222

COMMONALITIES and DIFFERENCES of PRESERVERS


• likely not to waste effort changing what works well already

• more conventional in their thinking and approach

• less intellectual

• less ambitious

• focused on the concrete here and now

Variations:

• Transformer-Preservers are social rather than task leaders; emphasis more on peopleissues.

• Influencer-Preservers are assertive and like to make an impact; they are likely to beless sensitive to the needs of others than Transformer-Preservers orAdaptor–Preservers.

• Adaptor-Preservers are supportive, flexible and adaptable – good team players whowill do what is required of them, albeit they will maintain a low profile.

• Individualist-Preservers are probably the most quiet, reserved and ‘low key’ of all thetypes. They tend not to want to change things themselves, but can be encouraged toinput ideas for improvement from their experience.

THOUGHT

Thinker Transactor

Preserver Doer

DELIVERY

Doer

Thinker Transactor


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9.7 Using Types with Teams

‘THE ONE PERSON TEAM’

Since a team is generally considered, by definition, to be a group of two or more peopleworking together to achieve an objective, strictly speaking there can be no such thing asa one person team. However, on the face of it, Transformer-Transactors combine all thecharacteristics of successful teams.

They combine (among other things):

• an equally strong task and people orientation

• strong leadership qualities with a strong team orientation

• authoritativeness and ‘softer’ people skills

• confidence with sensitivity

• decisiveness and flexibility

• breadth of thought and vision with analytical skill

• strategic capability with operational focus

• energy with structure and focus

Limitations of the ‘one person team’

They operate from one perspective only. The content of their ‘vision,' the nature of theideas they generate, their perceptions, analyses and evaluations of people and situationswill be influenced by their unique personal histories. They have no third party tochallenge their position or offer an alternative perspective. Therefore, if, for no otherreason than this, two heads (or more) are likely to be better than one, however ‘balanced.'

Synergies

Because of their well-developed interpersonal skills and insight into people’s behavior,Transformer-Transactors are likely to relate well and get the best from most people.

Adaptor-Thinkers and Adaptor-Doers are likely to complement them particularly well.

Potential Conflicts/Frustrations

Of all the Types, Transformer-Transactors are most likely to become impatient/feelfrustrated with Individualists and Individualist-Preservers in particular. This is because ofthe apparent resistance to change of these Types and a reluctance to question and takerisks, coupled with an unwillingness to engage socially.

They could also find themselves in conflict for the leadership role with Influencers,particularly Influencer-Transactors whose directive stance they are unlikely to appreciate.


224

‘TWO PEOPLE TEAMS’ WITH COMPLEMENTARY CHARACTERISTICS

Influencer-Thinkers with Adaptor-Doers

Influencer -Thinkers are thought leaders who will be a source of ideas and provide avision. They will have strong opinions about the direction things should take and puttheir views across forcefully. They will make an impact. They are likely to debate issuesat length and may win the arguments - at an intellectual level. Where they are likely tobe less effective is in implementing the vision and getting other people to act on theirideas - not least because they may be abrasive when putting their points across and reactnegatively to criticism.

Adaptor-Doers are good team players who look to others to provide vision and cleardirection, which Influencer-Thinkers will do. They, for their part, will bring the energy,drive and strong task focus that is lacking in Influencer-Thinkers and get things done(they are good implementers and good at completing and finishing tasks). Where otherparties are involved, they will also provide the interpersonal skills and sensitivity neededto oil the social wheels. Flexible, adaptable, positive and resilient they will provide thesupport that Influencer-Thinkers may need to help them cope with change and otherstressors.

Individualist-Transactors and Transformer-Preservers

Individualist-Transactors are quiet introverts who are task rather than people-oriented.They combine strategic capability with a strong operational focus. They have thecapacity to create a vision for the future, but may need encouragement and help tocommunicate it. Similarly they may have difficulty getting their ideas accepted (or evenrecognized) because of limitations in their ability to communicate effectively. They areneither natural leaders nor team players. Energetic and driven, they pursue their goalswith single-minded determination and in a planned and orderly way, but may be obliviousto the needs of others in the process and fail to get support from others when needed.They may at times get very anxious, particularly under pressure.

In contrast, Transformer-Preservers are extroverts and much more people than taskfocused. They are good communicators, socially adroit, and sensitive and considerate intheir behavior towards others. While likely to gravitate towards the leadership role inteam situations, they will look to others to provide a vision which Individualist-Transactors can do. Their focus is on the concrete here and now, rather than abstractideas and possibilities for the future and they tend to react spontaneously to situationsrather than plan ahead. They are calm and easy-going rather than highly driven and copewell with pressure.

The two types can thus be seen to have complementary skills - each fills gaps in theother’s repertoire. This is not to say that they will share the same values nor even likeeach other; for example, Individualist-Transactors may despair of the Transformer-Preserver’s relative disinterest in thoughts and ideas and apparent lack of energy anddrive, while Transformer-Preservers, for their part, may deplore the Individualist-Transactor’s lack of social skills and emphasis on task at the expense of people.


225

‘TWO PEOPLE TEAMS’ WITH POTENTIAL CLASHES

Influencer-Thinker with another Influencer-Thinker

Both are likely to be forceful characters with very strong opinions, ideas and agendas oftheir own. Problems will begin when these are out of alignment. Each will want toconvince the other of the rightness of their position and be prepared to argue their case.Neither will want to back down. Moreover, any criticism of an idea is likely to be takenpersonally, increasing the likelihood of negative feeling (hostility even) and a further‘digging in of heels.' Adding to the difficulties will be the lack of empathy and toleranceof each party – the unwillingness to listen, to see things from the other’s perspective. Atworst this could be a pairing characterized by much heated debate and very little action.

‘THREE, FOUR OR MORE PEOPLE TEAMS’

Most teams are composed of more than two people and they possess a mixture ofcomplementary synergies and potential clashes. The principles of the one and twoperson teams can be carried over to understanding the interaction, functioning andeffectiveness of these larger teams. See the following pages for a summary of potentialsynergies and clashes between Saville Consulting Wave Types.


226

9.8 Transformers - Potential Synergies and Conflicts

TRANSFORMER

Transformer-Transactors

Potential Synergies with:• Adaptor-Thinkers; Adaptor-Doers; Transformer-Thinkers; Transformer-Doers

Potential Conflicts with:• Preservers (especially Individualist-Preservers); Influencers

Transformer-Doers

Potential Synergies with:• Adaptor-Thinkers; Transactors

Potential Conflicts with:• Influencers; Thinkers; Preservers; Individualists

Transformer-Thinkers

Potential Synergies with:• Doers; Adaptors

Potential Conflicts with:• Preservers

Transformer-Preservers

Potential Synergies with:• Transformer-Transactors; Doers; Thinkers

Potential Conflicts with:• Individualist-Doers; Individualist-Transactors


227

9.9 Influencers - Potential Synergies and Conflicts

INFLUENCER

Influencer-Transactors

Potential Synergies with:• Adaptors; Individualists (especially Individualist-Doers)

Potential Conflicts with:• other Influencers (especially Influencer-Doers); Transformers (especiallyTransformer-Transactors)

Influencer-Doers

Potential Synergies with:• Adaptor-Thinkers; Adaptor-Doers; Individualist-Thinkers

Potential Conflicts with:• Thinkers; Transformers; other Influencers

Influencer-Thinkers

Potential Synergies with:• Adaptor-Doers; Adaptor-Transactors; Individualist-Doers

Potential Conflicts with:• Doers; Adaptors; Transformers

Influencer-Preservers

Potential Synergies with:• Adaptor-Doers; Adaptor-Transactors

Potential Conflicts with:• Adaptors; Transformers; other Influencers


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9.10 Adaptors - Potential Synergies and Conflicts

ADAPTOR

Adaptor-Transactors

Potential Synergies with:• Influencers; Individualists

Potential Conflict with:• Preservers; Thinkers

Adaptor-Doers

Potential Synergies with:• Influencer-Thinkers; Transformer-Transactors; Transformer-Thinkers

Potential Conflicts with:• Thinkers; Individualists

Adaptor-Thinkers

Potential Synergies with:• Transformer-Transactors; Transformer-Doers; Influencer-Transactors; Influencer-Doers; Individualist-Doers

Potential Conflicts with:• Doers; Transactors; Preservers

Adaptor-Preservers

Potential Synergies with:• Transformer-Transactors; Influencer-Transactors

Potential Conflict with:• Doers; Transactors


229

9.11 Individualists - Potential Synergies and Conflicts

INDIVIDUALIST

Individualist-Transactors

Potential Synergies with:• Transformer-Transactors; Adaptor-Transactors; Influencer-Transactors; Adaptor-Doers

Potential Conflicts with:• Influencers; Transformers; Transactors

Individualist-Doers

Potential Synergies with:• Transformer-Transactors; Transformer-Doers; Influencer-Transactors; Influencer-Doers; Thinkers

Potential Conflicts with:• Thinkers; Influencers; Adaptors; Transformers

Individualist-Thinkers

Potential Synergies with:• Doers (especially Adaptor-Doers); Transactors (especially Transformer-Transactors)

Potential Conflicts with:• Influencers; Adaptors; other Individualists; Transactors

Individualist-Preservers

Potential Synergies with:• Transformer-Transactors; Adaptor-Transactors; Influencer-Transactors

Potential Conflicts with:• Influencers; Doers; Transactors


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9.12 Types Reliability

Alternate Form Reliability

In order to assess the alternate form reliability of the Types Model, a sample of 1,153individuals from the UK completed parallel versions of Wave Professional Styles (InvitedAccess and Supervised Access). These two versions are designed with different contentbut to measure the same concepts and areas. For a full description of the sample(Standardization sample), refer to Appendix B of this handbook.

Table 9.1 Types Model Alternate Form Reliability – Invited Access (IA) vs.Supervised Access (SA) (N=1,153)

Alternate form reliabilities for the People and Task Types were .95 and .93 respectively,and the Overall Types Score reliability was .94.

Test-Retest Reliability

In order to assess the test-retest reliability of the Types Model, a sample of 100individuals from the UK who were engaged in a mixed range of different occupationscompleted Wave Professional Styles (Invited Access) twice with a period of approximately18 months between the two completions. For a full description of the sample (Test-retestsample), refer to Appendix T of this handbook.

Table 9.2 Types Model Test-Retest Reliability (N=100)

Mean (IA) Mean (SA) SD (IA) SD (SA) SEm Sten r

People Types

50,809.62 50,042.43 4,625.09 4,545.57 .46 .95

Task Types

52,575.92 52,763.64 3,568.84 3,599.62 .53 .93

Overall Type Score

103,385.55 102,806.08 5,605.31 5,597.70 .49 .94

Mean t1 Mean t2 SD t1 SD t2 SEM Sten r

People Types

49,773.68 49,595.48 4,547.61 4,837.69 .81 .84

Task Types

53,010.18 53,155.94 3,683.64 3,884.98 .81 .83

Overall Type Score

102,783.86 102,751.41 5,238.48 5,712.47 .83 .83


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Test-retest reliabilities for the People and Task Types were .84 and .83 respectively whilethe Overall Type Scores reliability was .83.

Both Alternate Form and Test-retest reliability estimates provide sound evidence for thereliabilities of Saville Consulting Types scales.

9.13 Types Validity

Construct Validity

Construct validity for the Types model was demonstrated by correlating Types scoreswith ‘Great Eight’ competency scores computed from the OPQ questionnaire. It washypothesized that scores on Saville Consulting ‘People’ Type would be positivelyassociated with those ‘Great Eight’ constructs relating to people, influence andadaptability: ‘Interacting & Presenting’, ‘Leading & Deciding’, ‘Supporting & Cooperating’and ‘Adapting & Coping’. Scores on Saville Consulting ‘Task’ Type were hypothesized to bepositively associated with those ‘Great Eight’ constructs relating to tasks, thought anddelivery: ‘Analyzing & Interpreting’, ‘Creating & Conceptualizing’, ‘Organizing & Executing’and ‘Enterprising & Performing’. Table 9.3 summarizes the correlations between SavilleConsulting Types and ‘Great Eight’ competencies underpinned by OPQ scales. Analysiswas conducted using the Epsom sample (N=308). For further information on this samplerefer to Appendix C in this handbook. Hypothesized correlations are shown in bold.

Table 9.3 Types scores correlated with Great Eight scores computed from OPQscales (N=308)

Note: Any raw correlation higher than .12 is statistically significant at the p<.05 level (two tailed) andany raw correlation higher than .10 is statistically significant at the p<.05 level (one tailed).

Analyzing &

Interpreting

Creating &

Conceptualizing

Interacting &

Presenting

Leading &

Deciding

Supporting &

Cooperating

Adapting &

Coping

Organizing &

Executing

Enterprising and

Performing

PeopleTypes

-.23 .23 .57 .46 .14 .13 -.39 .15

Task Types .34 .21 -.28 .27 -.48 -.18 .38 .30

OverallTypesScore

.04 .33 .28 .56 -.21 -.02 -.06 .33


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People Types scores demonstrated moderate to strong correlations with the ‘Great Eight’competencies ‘Interacting & Presenting’ (.57) and ‘Leading & Deciding’ (.46). This wouldsuggest that People Types scores are most closely related to the influence based ‘GreatEight’ factors that are underpinned by OPQ scales.

Task Type scores achieved moderate strength correlations across the ‘Great Eight’ OPQ-based factors ‘Analyzing & Interpreting’ (.34), ‘Creating & Conceptualizing’ (.21),‘Organizing & Executing’ (.38) and ‘Enterprising & Performing’ (.30). This indicates thatthe thought and delivery based ‘Great Eight’ factors underpinned by the OPQ scales aremeasuring constructs similar to those measured by the Task Types.

The Overall Types Score (combined People Types and Task Types scores) illustratednotable correlations with ‘Creating & Conceptualizing’ (.33), ‘Leading & Deciding’ (.56), and‘Enterprising & Performing’ (.33).

The Types model is supported by the data, demonstrating appropriate alignment with therelevant ‘Great Eight’ competencies underpinned by OPQ scales.

Concurrent Validity

Concurrent criterion-related validity for the Types model was demonstrated by correlatingTypes scores with external ratings of performance on the four Wave Clusters. Table 9.4presents the correlations of Saville Consulting Types with external ratings of workperformance on the four Wave Clusters. Again, analysis was conducted using the Epsomsample (N=308). For further information on this sample refer to Appendix C in thishandbook. Validities have been corrected for attenuation based on the reliability of thecriteria (based on 199 pairs of criterion ratings). No further corrections were applied (e.g.restriction of range, predictor unreliability). Corrected correlations are presented inbrackets after the uncorrected, raw correlations. Hypothesized correlations are shown inbold.

Table 9.4 Types scores correlated with external ratings of performance on the fourWave Clusters (N=308)

Note: Any raw correlation higher than .12 is statistically significant at the p<.05 level (two tailed) andany raw correlation higher than .10 is statistically significant at the p<.05 level (one tailed).

SolvingProblems

r (corrected r)

InfluencingPeople

r (corrected r)

AdaptingApproachesr (corrected r)

DeliveringResults

r (corrected r)

People Types .15 (.33) .28 (.51) .18 (.32) .01 (.02)

Task Types .21 (.45) .02 (.03) -.02 (-.04) .21 (.38)

Overall Type Score .27 (.58) .24 (.44) .14 (.24) .15 (.28)


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The Saville Consulting ‘People’ Type was positively associated with work performance on‘Solving Problems’ (r=.15 (.33)), ‘Influencing People’ (r=.28 (.51)) and ‘AdaptingApproaches’ (r=.18 (.32)). The Saville Consulting ‘Task’ Type was positively associatedwith work performance on ‘Solving Problems’ (r=.21 (.45) and ‘Delivering Results’ (r=.21(.38)). Results indicate that those with stronger ‘People’ Types scores are likely to berated highly on competencies relating to influencing people and adapting approaches,while those with stronger ‘Task’ Types scores are likely to be rated highly oncompetencies relating to solving problems and delivering results.

The Overall Types Score (combined People Type and Task Type scores) achieved validitiesof .27(.58) for ‘Solving Problems’, .24(.44) for ‘Influencing People’, .14(.24) for ‘AdaptingApproaches’, and .15(.28) for ‘Delivering Results’, illustrating coverage across all fourclusters.

9.14 Summary of Saville Consulting Types

This chapter has detailed the development of Saville Consulting Types, discussing, in-depth, its applications and interpretation. It has presented strong evidence for thevalidity and reliability of the Types model. Saville Consulting Types aims to summarizecombinations of characteristics, which can provide information on likely behavioraloutcomes in both individual and team situations.


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